Stabilized fragile product;  increased sales resulted.

Stopped organizational chaos that was causing software engineers

         to resign; one engineer even returned to the company prior to the 

         hiring of full-time  software development Vice-President.

Inspired  Engineering Vice-President to make organizational and

        process changes that enabled parallel development projects.

 

Collaborated with Engineering Director to re-architect his organization

         from a single 45 person group (with all engineers reporting to the Director) 

         into two better focused and managed groups.

Created and implemented a software development process that added  checks and balances without unnecessary bureaucracy improving time    to market and software quality.

Markedly improved communications between marketing, development

        and sales.

 

Performed a mini-assessment of engineering organization to prepare

        the CEO for potential investors' questions and concerns.